Han Du Prepares To Cut The Hand Festival: 50 Minutes Break 100 Million

Double eleven is the option and bonus item of traditional brand, but it is the main battleground for Amoy brands. This year, double eleven won the category of Tmall women's clothing. The first one was the Han Du Yi she group (279 million), which sold 90 million more than second UNIQLO stores. It also created many records: a Juhuasuan brand group broke through 100 million; the brand of the first hundred million yuan sold in wireless spanactions; the number of visitors in the shop (more than 18 million days a day), the number of visits (one day break through 90 million) and the first net; the sub brand AHM got the first achievement of the brand name men's clothing. The reporter interviewed Jia Peng, general manager of the double eleven command of Han Du she and the deputy general manager of Han Du Yi house.

Double eleven strategy: the first quasi path

Before the double eleven war in 2014, Jia Peng confidently told reporters that "double eleven is the most important node in the year of Han Du Yi house". It has invested 1/10 of the year's marketing budget. The year before last, last year, we ranked third and second. This year, we have the confidence to do the first.

1 minutes break 10 million, 50 minutes break 100 million, a day to achieve 279 million sales, although this result is expected, but also due to pre war full preparation. At the beginning of June, Han Du Yi house began various preparatory work, and set up a "double eleven command department", which was co ordinated and coordinated by Jia Peng's chief executive office.

Production strategy: beginning in the early June, it began planning goods, prepared three thousand balances, stored fabrics, determined production plants, finished production in 6-8 months, and began quality inspection in 9-10 months; 8 sub brands also worked hard to expand sales volume.

Product strategy: learn from the lessons of last winter's three main categories (down jacket, cotton dress, woolen coat), and increase the winter clothing style; start the winter clothing test in 7 and August, increase the stocking amount of the best seller; in October, plan three wave new products and special provision for pre-sale, carry out shop activities to get coupons and other guidance activities, and double 10 special contributions increased from 15% last year to 30%.

　　 Customer service Strategy: with the cooperation of Shandong colleges and universities, the number of customer service increased to more than 800 people, the implementation of three shifts system, a group of 350 people, November 11th -14 days customer service 24 hours online;

Storage and spanportation strategy: increase the number of temporary students in 300-400 colleges and universities, the total number is close to 1000 people, to ensure that the daily invoice is more than 250 thousand.

This series of basic preparations eventually achieved a 70% sales rate (the average selling rate of the industry was 40%, and that of Korea's eleven last year was 55%), not only without the pressure of inventory, but also on the daily sale of double 11 after replenishment. The sale of Han Du Yi house was even up to 95% during the quarter, and Jia Peng told the secret of the sale rate of Korean clothes and clothes. The Department of Han Du clothing has a special department responsible for planning the rhythm of goods and marketing, and combined with internal data (data statistics department more than 100 people) and third party data. In the two weeks of the product, it will decide which styles are explosive, prosperous, flat and unsalable. The implementation of explosive payment and money can be reissued, flat and delay must be immediately (in the selling period rather than the end of the season, avoid discount discount, clearance peak) discount sales promotion principle, so that the entire supply chain sensitive response, control quality; flat and self financing "product development + visual personnel + operation personnel" three group system, to ensure the sensitivity of the first tier market, and also easy to grasp the inventory situation. It is precisely this set of mechanisms and methods that have trained the product group's "self-management capability" to improve the success rate of product development and ensure a high turnover rate of 11.

This year's double eleven, Tmall is the main battlefield of Korea's clothing house, but the third party platform and mobile terminal also contributed a lot of strength. Jia Peng said that the biggest operation platform of Han Du Yi house is Tmall, followed by vip.com and Jingdong. The operation strategy is the same as the styles and prices of different platforms. However, due to the subtle differences between the consumers and buying habits of different platforms, the emphasis will be different, and the inventory will be separated from each other.

And in the mobile terminal, the Korean consumer clothing house can set up consumers in November 10th, and eventually it has become the first brand sold by mobile terminals. Zhao Yingguang summed up the development of mobile terminal core business in this way. In 2013, he began to strengthen data operation and accumulate user's mobile terminal behavior data. The double eleven began to make use of data to judge the operation strategy from the beginning of the warm-up; always gave priority to the mobile terminal spanaction, fully guided the PC users to the mobile terminal; increased the mobile terminal's advertising, coordinated with the hard and wide launch, developed interactive games or mobile magazines, and launched the mobile terminal's exclusive cost-effective new products. According to Jia Peng, at present, the mobile terminal team has developed to 40-50 people. This year the double eleven mobile terminals contributed 106 million of sales to Korea's clothing house, which contributed (30%-35% in 2013). It is estimated that the proportion of double eleven in 2015 will even exceed 60%.

　　 Competitive strategy: Amoy brand and Traditional brand "Electricity supplier game"

This year more than eleven more and more traditional brands have joined the ranks of electric providers. Double eleven is no longer just a unicorn of Amoy brands. In response, Zhao Yingguang said: "this process is extremely painful for most of the traditional offline brands, and has left an empty space for the Internet brand. So for the Internet brand at present, the most important thing is to make good use of this time difference to improve the internal strength, and occupy the initiative position in the future against the traditional big name market. And the real core competitiveness of Han Du Yi house is perfect "single product whole process operation system centered on product group".

Jia Peng said: "we welcome the big brands to enter the electricity supplier, because this will attract more offline consumers to online shopping, and online and offline brands will make the online market bigger. Although the traditional big brands have strong competitive advantages, small, beautiful and unique small brands have their own market. The key is not who will join the competition, but the first thing to do well is to manage their products well. When many traditional brands do not pay enough attention to the channel of electricity suppliers, they must make up their time to make up for their weaknesses, such as learning the supply chain from traditional brands, so that they will have enough strength to compete with them in the future.

For the path from the online to the offline, through the O2O mode to achieve the maximization and persistence of brand value, Jia Peng said: "Han Dabie house temporarily takes a wait-and-see attitude, will still focus on the line, will not set foot in the shop, but does not exclude that after some successful cases appear, the Korean clothing house will also learn from its experience and enter quickly."